Where Are Our Tactical Leader

We are all familiar with thought starter business conversation around the differences between leading and managing or the journey one goes on from management to leadership. We hear that managing is about practical, tactical issues whilst leadership is more about intangible strategic change. Given the current economic climate we think something different is required TACTICAL LEADERSHIP.

This is not the time for hiding away behind management reports or analysis, nor is it the time for conceptual, esoteric leadership theories. Your organisation is expecting you to act; your people are looking to you for direction and clues as to their increasingly uncertain futures. How do you offer TACTICAL LEADERSHIP? Below we’ve provided a checklist covering the critical elements:

1. Offer as much clarity as possible. Make sure people know what is expected of them, and how they can make an effective contribution.
2. Keep people informed. Give them as much information as possible as early as possible. Over communicate if necessary.
3. Set short term objectives; try to find things to celebrate, seek out the positive.
4. Measure your day by how you help people achieve their objectives. Not by doing their job for them or by standing over them, but by enabling them to perform to a higher level. Coaching, not directing is the tactical leader’s tool or choice.
5. Act decisively. Take tough decisions. Don’t procrastinate. You are not in a popularity contest; your task is to be effective not liked.
6. Through doing your job well, behaving with integrity and treating people fairly people will respect you which means they will take notice of you and trust your judgement. People prepared to follow you is a precious commodity to have when you are asking people to move towards uncertainty whilst maintaining a constructive outlook. Already stories are emerging about how some Woolworths managers have led their people to closure whilst others apparently feel David Brent to be the appropriate role-model.
7. Maintain the highest standards. Professionalism acts as a focuser for what’s important.
8. Monitor your own behaviour. Your mood and any throw away comments you might make will be observed closely. Everybody’s assumption is their manager knows more than they are letting on, so people will constantly look at interpreting how you behave and what you say.

If you would like to explore these issues in more depth, improve your own leadership understanding, or your teams, have a look at our essential programme From Management To Leadership two days guaranteed to improve your leadership abilities. To make a booking or to discuss any of our leadership training courses please contact:

Claudine McClean
T: 01789 734300
E: claudinem@structuredtraining.com

www.structuredtraining.com